Search results

Leadership, human resource management, crisis management, change management and communication.

Executive education; postgraduate; undergraduate.

This case study describes the collapse of Satyam, a leading IT industry service provider from India. Satyam went into a crisis mode after revelation of financial fraud by its Chairman. This resulted in a crisis not just for the company, its clients and employees – but it also had the potential to shake up the entire Indian IT industry the world over, by shattering investor and client confidence in the Indian IT sector. The case provides the students with an inside view of the unfolding of events at Satyam and the people challenges that emerge in a crisis scenario. The case outlines reactions from the industry, government, clients and employees as they tried to make sense of a very chaotic situation, and its multi-level ramifications both within India and outside. The case ends with Thallapalli Hari, the Global Head of Marketing and Communication and ex-head of HR, trying to visualise and prioritise a course of action to propose to other members of the leadership team.

The key aim of this case is to provide a backdrop to the crisis, and also help students put themselves in the role of an HR crisis manager as well as portray the decision making and communication challenges that emerge in chaotic situations. The importance of an immediate and yet strategic response is emphasised and the case is a great starting point to have a discussion on the competencies and skills required in HR to lead under unusual circumstances. This case allows participants to get an in-depth understanding of the collapse of Satyam. The case also illustrates principles of leadership, change management and communication, in particular:

• Leadership: The Satyam story is an HR and leadership crisis nightmare come true. What should an HR leader do when you wake up to find your company with a ruined reputation, minimal financial capital, 53,000 employees on the payroll and more than 500 clients with pending deliverables worldwide. Where do you begin? The case illustrates a situation where immediate action is required to stop the tailspin into which the company was heading.

• Change management: The situation demanded that change be managed from a chaotic system to a stable system. The big issue though remains as to how one can get a system into a state of stability when everything is changing at the same time. Most change management plans have some stable variables, however in the case of Satyam there were multiple changes taking place simultaneously. A combination of change in leadership, client relationships, employee trust and confidence, market reactions together make for a perfect storm. Dealing with even one of these changes is a challenge for a company. In the case of Satyam, its entire existence was at stake.

• Communication: The demands for communicating effectively in a crisis situation are different than communicating under stable systems. The choice of medium, the speed of response, the content all need careful monitoring. Whereas most companies have teams that separately deal with internal and external communication, Satyam provides a unique situation where managing both effectively at the same time was critical to the future of the firm. The stakes for effective communication are much higher under the circumstances. This case can be used in organizational behaviour, human resources and corporate communications modules being taught to under-graduates, post-graduates and for executive education.

Leadership: The Satyam story is an HR and leadership crisis nightmare come true. What should an HR leader do when you wake up to find your company with a ruined reputation, minimal financial capital, 53,000 employees on the payroll and more than 500 clients with pending deliverables worldwide. Where do you begin? The case illustrates a situation where immediate action is required to stop the tailspin into which the company was heading.

Change management: The situation demanded that change be managed from a chaotic system to a stable system. The big issue though remains as to how one can get a system into a state of stability when everything is changing at the same time. Most change management plans have some stable variables, however in the case of Satyam there were multiple changes taking place simultaneously. A combination of change in leadership, client relationships, employee trust and confidence, market reactions together make for a perfect storm. Dealing with even one of these changes is a challenge for a company. In the case of Satyam, its entire existence was at stake.

Communication: The demands for communicating effectively in a crisis situation are different than communicating under stable systems. The choice of medium, the speed of response, the content all need careful monitoring. Whereas most companies have teams that separately deal with internal and external communication, Satyam provides a unique situation where managing both effectively at the same time was critical to the future of the firm. The stakes for effective communication are much higher under the circumstances. This case can be used in organizational behaviour, human resources and corporate communications modules being taught to under-graduates, post-graduates and for executive education.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

This study aims to examine the resignations of Indian audit committee directors after a systemic shock (failure of Satyam Computer Services Ltd.).

The authors develop the research questions based on interviews with company directors and audit partners, in addition to economic theory. The authors then use archival data to test the research questions.

The authors find that social and peer pressure is a very important factor in explaining such departures and provides the basis for some counter-intuitive empirical results, for example, directors were less likely to resign from companies audited by Indian affiliates of PricewaterhouseCoopers even though Satyam was audited by one such auditor and ownership by founding families was not associated with director departures.

Going beyond economic theory and analyzes can be useful in examining issues related to corporate boards and audit committees.

Regulators should consider requiring disclosure about director attendance percentages, in addition to the number of meetings, at audit committee – and, perhaps, other board sub-committee – meetings.

Caution is warranted when using results from the USA and other Anglo-Saxon countries to address governance-related issues in India or other Asian countries.

A triangulation of economic theory and societal norms enables us to gain valuable insights about the resignations of audit committee directors in India.

The case highlights a $1.4 billion fraud committed by the founder of a NYSE listed, Information Technology Services firm in India. In response to the crisis, the Indian government appointed an interim board to find a strategic investor in the company. The case traces the events leading to the fall of the company. Students are asked to analyze the governance and intermediation failures, assess the financial position of the company and to estimate the intrinsic value of the company from an acquirer's perspective.

Earnings management are euphemisms referring to accounting practices that may follow the letter of the rules of standard accounting practices, but certainly deviate from the spirit of those rules. Companies across the world follow earning management practices in a way so as to show a favourable position to their stakeholders. Satyam scam in India was a similar type of case. The present study has been carried out with the aim of examining the perception of auditors on earnings management in Indian perspective.

A questionnaire was administered on 65 auditors and was analysed using descriptive statistics and factor analysis methods.

The analysis shows that most of the firms indulge into such practices even in the presence of regulatory framework available to keep a check on these practices. The management tries to interpret and modify the law provisions as per their will and do manipulations in the financial results.

The research findings would guide regulators and management to curb such malpractices. The auditors, top management and government have to become more aware, socially responsible, have ethical behaviour, become more transparent to protect the interests of stakeholders associated with the organizations.

The paper provides an insight into auditor's perception on earnings management during a time when financial scams like Satyam in India have taken place and auditor's integrity is questioned.

The purpose of this paper is to examine the aspects of the corporate governance system and suggest ways to foresee a corporate fraud in the offing. It aims to explore ways by which key stakeholders may view “early warning signs” in their assessments of an inefficient corporate governance system.

Secondary method was used to collect data from several corporations that failed or faltered over the past decade due to poor corporate governance.

Findings suggest that corporate governance system failures of most corporations could have been foreseen before they became public if the five key early warning signs described in the paper were closely monitored.

Paying closer attention to the early warning signs mentioned here may help identify lacunas in the corporate governance system and may avert corporate debacles.

The key early warning signs identified here appear to address most aspects of failure in corporate governance system.

The purpose of this paper is to examine whether firm-level corporate governance measures and regulatory reforms constrain manipulation of operating cash flows, an important firm performance indicator.

The sample comprises firms from an emerging market, India, with data from 2005 to 2011. The authors use the methodology given in the paper by Lee (2012) and multiple regressions.

The authors find that cash flow manipulation is likely to increase with an increase in the controlling ownership. Furthermore, board diligence and better audit fail to curb such manipulation. However, the authors do find that such manipulation has gone down in the recent years, and diligent boards constrain it, possibly due to the recent steps taken by the Indian Government for improving the corporate governance environment in India.

The findings can act as feedback for the regulators and policy makers. Potential investors and analysts may also benefit from the study, since they can be more vigilant about the firms’ cash flow manipulation practices and can demand better governance.

The findings suggest that good corporate governance makes managers substitute earnings management with cash flow manipulation.

The objective of the study is to understand the reasons for the resilience of rural periodic markets. Small retailers patronise these markets, and by identifying the reasons for their continued market participation, an attempt has been made to explain the continued existence of these traditional evolved retail agglomerations.

A qualitative research design was adopted for the study. Semi-structured interviews were conducted with 35 small retailers, and responses were used to identify the reasons for their continued market participation. A mix of purposeful and snowball sampling was used to select the respondents.

In a novel endeavour, this study presents rural periodic markets as an evolved retail agglomeration. It identifies six factors responsible for the continued participation of small retailers in these markets. Seven attributes of the rural periodic market, an evolved retail agglomeration, were also identified which contribute to the resilience of these markets.

This study contributes to the literature on retail agglomerations and identifies the reasons for the continued market participation of small retailers, suggesting some trends about their future in emerging economies.

Rural periodic markets have affected the overall well-being of surrounding villages by providing opportunities to participate in many ways. This has been identified as a reason for the economic growth of the area.

To the best of our knowledge, this is one of the first studies to explore the resilience of periodic markets from the perspective of small retailers by identifying the reasons for their continued market participation.

Developing economies that are subject to global influences, such as through exposure to global product, labor and capital markets, may be expected to practice higher standards of corporate governance (CG) than less globalized developing economies. This paper seeks to understand the relationship between CG and firm ownership by private equity investors in India, and to understand whether CG practices in particular national institutional contexts change when the firm is exposed to investors with a background in other countries' institutional contexts. Taking India as a test case, the paper aims to explore how CG standards are affected by private equity investment that originates from developed countries.

A primary survey on Indian firms' CG practices for firms that receive private equity and for comparable firms that do not was used to determine differences in CG. Private equity investors were surveyed to determine their national institutional contexts. The CG practices were then related to the national institutional context that the private equity investors came from.

Private‐equity funded firms display higher standards of corporate governance than firms that do not receive such funding. The difference arises from the application of developed country standards of CG arising from the investors that own the private equity funds. These funds are primarily owned by developed country investors. The strategies through which these occur are: reconstituting the board of directors, influencing senior executive recruitment, and changing the firm's operating and strategic rules.

Developing countries like India usually display low standards of CG. Such standards tend to evolve slowly in line with the country's stage of development. The literature has not hitherto identified ways in which this process can be hastened. This study finds that standards can be raised above the prevailing standards through the governance practices imported into developing countries by private equity funds that are primarily owned by developed country investors. Hence, the findings of this paper contribute to the understanding of how globalization influences CG.